WHEN ENGINEERING, OPERATIONS, TECHNOLOGY, OR OTHER ORGANIZATIONS DRIVE
Here are two more short examples that illustrate how other organizational paradigms keep the main players out of the Product Management sandbox.
In one firm, the Engineering function held sway over product strategies due to their avowed expertise. They claimed superior product knowledge because they received all the escalations and complaints. However, their focus on technical details impacted their overall objectivity. In an ironic twist, they didn’t even realize that many of the complaints resulted from poorly conceived features or inadequate designs.
Product Management was not well established in this firm. In our estimation, they didn’t have an adequate number of product ...
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